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Class ___HZ_i2A 
Book___Ji±_ 

Copyright lf_ 



CCEXRIGHT DEPOSfR 



DETAILED 
PLANS AND INSTRUCTIONS 

For 

Organizing and Operating 

A 

Co-operative Delivery System 



by 

E. W. BEIMFOHR 



Home Office: 

141 South Fourtk Street 

SAN JOSE, CALIFORNIA 




3 



k 



Copyrighted 1917 

By 
E. W. BEIMFOHR 

141 South Fourth Street 
San Jose, California 



•JAN 17 1918 



CONTENTS 



INTRODUCTION 

FORMATION OF COMPANY 

1. Organization 

2. Capitalization 

3. Stock Subscription 

4. Appraisal of Equipment 

5. Articles of Incorporation 

6. By-Laws 

7. Employment Contract for Drivers. 

DELIVERY SCHEDULE 

1. Method of Educating" the Customer 

MANAGER 

1. His duties and qualifications 

WORKING EQUIPMENT 

1. Vehicles 

2. Delivery Boxes 

(a) Best kind to use 

(b) Size 

(c) Construction 

(d) Number Required 

3. Blank Forms 

(a) Manifests 

(b) C. O. D. Checks 

(c) Credit Memos. 

(d) Miscellaneous Goods Ticket 

(e) Item Short Tag 

(f) Substitution Tag 

(g) Notice of Call 

(h) Drivers' Cash Reports 

(i) Drivers' Route Sheets 

(j ) Pick-Up, or Package Call Checks. 

CENTRAL STATION 

1. Purpose 

2. Size 

3. Interior Arrangement with Drawings 

DELIVERY ROUTES OR DISTRICTS 

1. Best method to obtain proper division of city. 

CHARGES FOR DELIVERY SERVICE 
1. Best Method 

(3) 



DETAILED INSTRUCTIONS 

1. To Clerks and Merchants 

2. To Drivers 

3. To Manager 

COLLECTION CF GOODS 

1. Going Out 

2. Returned 

3. Produce Sent In 



SYSTEMS INSTALLED BY THE 
AUTHOR AT 

Aberdeen, Washington Watsonville, California 

Hoquim, Washington Redwood City, California 

Everett, Washington San Jose, California 

Bellingham, Washington Coalinga, California 

Seattle, (Ballard) Washington Palo Alto, California 



(i) 



INTRODUCTION 



The purpose of this work is to assist merchants in 
carrying into effect the recommendations of the Commer- 
cial Economy Board of the Council of National Defense 
in regard to Co-operative Delivery. 

The government as an economic war measure, through 
the Council of National Defense, is recommending and 
urging the merchants of the country to adopt co-opera- 
tive delivery. The fact that the government never recom- 
mends until it has first made a thorough investigation, 
should make its recommendation of Co-operath r e Deliv- 
ery doubly convincing" to those who would profit by adopt- 
ing it. The Commercial Economy Board of the Council 
of National Defense has made a careful investigation of 
Co-operative Delivery and has recently issued bulletins 
setting forth its findings. These bulletins may be ob- 
tained from the government by addressing the Com- 
mercial Economy Board of the Council of National De- 
fense, Washington, D. C. I submit herewith a few 
extracts from these bulletins : 

"A study of Co-operative Delivery Systems under- 
taken several months ago by the Commercial Economy 
Board of the Council of National Defense has shown that 
such systems have commonly saved from 40% to 50% in 
investments and operating costs as compared with the 
individual systems replaced." 

"The first results of the investigation covering Co- 
operative Systems in 47 cities and towns have just been 
made public by the Board. These cities and towns are 
located in 20 different states, and range in copulation from 
less than 1,000 to more than 200,000." 

"In one city of 12,000 population 14 wagons were 
found to be doing the work which under the old system 
required 20. One grocer in a town of 4,000 had cut his 
delivery expenses from $1,638 to $806 a year. A merchant 
in another town reduced his delivery expense from $675 
to $224 a month. Eleven stores in another place re- 
ported an annual saving of $5,000. In one city 9 wagons 
replaced 17, and in another 11 men, 14 horses and one 
car replaced 21 men, 32 horses and 4 cars." 

(5) 



"The saving generally did not mean less service to 
the public. In a number of instances the service was ac- 
tually increased." 

"Several factors, the Board states, contribute to the 
savings which generally result from Co-operative Delivery. 
Depreciation charges on vehicles is greatly reduced, be- 
cause instead of several wagons or trucks covering the 
same district, one does the work. In place of several com- 
plete equipments, one will do. Wagons are likely to go 
out more fully loaded. More deliveries are made per mile 
of driving-. Several supervisors are replaced by one. A 
unified and more economical planning of routes is made 
possible." 

"In the present emergency, the Co-operative Delivery 
System constitutes a definite opportunity for retail mer- 
chants to contribute to the effectiveness of the country in 
the war. The Board believes that in thousands of cities 
and towns in the United States merchants will unite to 
establish such systems once the facts are laid before them." 

The author believes, as stated above, "that in thou- 
sands of cities and towns in the United States merchants 
will unite to establish such systems", provided that they 
are supplied with definite information just how to pro- 
ceed to organize, how to arrange the interior of the Central 
Station, what blank forms to use, and how to properly 
manage the operation of the company. For the purpose 
of supplying this information, the writer has prepared 
this book. The plans submitted are the result of five 
years of actual active exeprience in installing and operat- 
ing Co-operative Delivery Systems and should, therefore, 
be followed closely and no change attempted until actual 
experience proves any change to be practical and an im- 
provement on those submitted. 

E. W. BEIMFOHR, 



(6) 



Detailed Plans and Instructions for 
Organizing and Operating a Co- 
operative Delivery 
Company 

FORMATION OF COMPANY 

Organize the merchants interested into a company or 
corporation, by having each merchant subscribe for as 
manv shares of stock as the value of his present delivery 
equipment plus the number of shares he may wish to pay 
for in cash. 

Capitalize for an amount large enough to permit those 
owning delivery equipment to turn it in for stock in the 
company, and also to take some stock in cash. A capitali- 
zation of Ten Thousand Dollars will be sufficiently large 
for most cities. Do not capitalize for more than is neces- 
sary. Make par value of a share one dollar. 

Appoint an impartial appraisal committee to set a 
value on the delivery equipment of each merchant co- 
operating". If a satisfactory value is reached, issue stock 
of the company to the merchant for the amount decided 
upon, taking a bill of sale for the equipment so purchased. 
Should it be impossible for the appraisal committee and 
merchant to reach a satisfactory valuation, then allow the 
merchant to keep the equipment and pav the appraised 
value of his equipment in cash for stock in the company. 

Tt is desirable that the company should have some 
readv cash with which to pav initial expenses, so each 
member should subscribe for a few hundred shares of stock 
for cash. 

The amount of cash required will depend upon the 
size of the company. Since delivery equipment is ob- 
tained by taking over that owned by the merchant, and 
is paid for by issuing stock in the company, a compara- 
tively small amount of cash is necessary. Initial ex- 
penses, such as obtaining delivery boxes, the printing of 
schedule cards, blank forms, the preparation of the Cen- 
tral Station, will require some cash. All operating ex- 
penses can be met bv collections from the merchants for 
delivery service. The amount collected should be suf- 
ficiently large to provide a sinking fund in addition to 
paying operating expenses. 

(7) 



Articles of Incorporation 

of 
KNOW ALL MEN BY THESE PRESENTS: 

That we, the undersigned, all of whom are residents 

and citizens of the State of , have 

this day voluntarily associated ourselves together for the 
purpose of forming a corporation under the laws of the 

State of , and we do hereby form 

such Corporation, 

AND WE DO HEREBY CERTIFY AS FOLLOWS 

I. 

That the name of said corporation shall be 

II. 
That the purposes for which said corporation is 
formed are: 

1. To receive from, and deliver for Merchants and 

other Persons engaged in business in , 

County of , State of 

, and other places in said County 

of , goods, wares and merchan- 
dise; to deliver goods, wares and merchandise to the 
persons designated by said Merchants, and other persons, 
at their places of residence, or business, or elsewhere. 

2. To charge and collect for delivery service, such 
amounts of money as may be mutually agreed upon, or 
such sums of money as may be reasonabfy proper for 
such services. 

3. To buy, sell, mortgage and exchange horses, 
motor vehicles, and other vehicles, and all kinds of per- 
sonal property. 

4. To buy, sell, lease and mortgage real estate. 

5. To enter into, make, execute, deliver, receive, 
transfer and carry out Contracts of every kind and char- 
acter with any person, firm or association, or with any pub- 
lic, private or municipal corporation. 

III. 

That the place where the principal business of said 

corporation is to be located is the City of 

County of , State of 

(8) 



IV. 

That the term for which said corporation is to exist 
is Fifty (50) Years from and after the date of its incor- 
poration. 

V. 

That the numbers of Directors of said corporation 
shall be Five (5), and that the names and places of 
residence of the Directors who are appointed for the first 
year, and to serve until the election and qualification of 
their successors, are as follows, to wit : 

Names Places of Residence 

VI 

That the amount of the Capital Stock of said corpora- 
tion is Dollars, and the number of shares 

into which it is divided is of the par A T alue of 

One (1) Dollar each. 

VII. 

That the amount of Capital Stock which has been ac- 
tually subscribed is Shares, and the following are 

the names of the persons by whom it is subscribed : 

Names Number of Shares Amount 



IN WITNESS WHEREOF, we have hereunto set 

our hands and seals this day of , 

A. D. 191 

(Seal) 

- ! (Seal) 

(Seal') 

(Seal) 

(Seal) 



(9) 



State of ") 

^ ss. 
County o± __ i 

On the day of , A. D , 

before me, , a Notary 

Public in and for the County of , 

State of . , personally appeared 

known to 

me to be the persons whose names are subscribed to, and 
who executed the within and foregoing instrument, and 
they acknowledged to me that they executed the same. 

IN WITNESS WHEREOF, I have hereunto set my 
hand and affixed my Official Seal, at my office in said 

County of , the day and year 

first above written. 



Notary Public in and for the County of. 
State of California. 



(10) 



By-Laws 



By-laws which can readily be adapted to the use of 
the company can be purchased at any book store. 

DELIVERY SCHEDULE 

As soon as the Articles of Incorporation have been 
signed and the organization is perfected, the stockholders 
should meet and decide upon a delivery schedule which 
will best meet the demands of the majority. 

The government at this time is requesting the mer- 
chants of the country to make but one delivery per day to 
any one customer. This request should be complied with 
if possible. If all competing merchants join the co- 
operative delivery system it will be very easy to adopt 
the "one delivery a day" schedule. If this can be done, 
it will mean a large saving to the merchants as much less 
equipment and fewer men will be needed to operate the sys- 
tem. Under the one delivery a day schedule all equip- 
ment can be sent to a certain section of the town at 8 
A. M. to another section at 10 A. M., to another at 2 P. M., 
to another at 4 P. M. 

If, however, the co-operating merchants feel that they 
desire for any reason, to give more service, they can ar- 
range any schedule they see fit. In very small towns the 
following schedule will be found very satisfactory, es- 
pecially if there are meat markets in the system : 8—9 :30 
and 10:45 A. M., 2 and 4 P.M., In larger cities 8 and 10 
A. M., 2 and 4 P. M. will be best. Meat markets often re- 
quire an early morning delivery for their hotel and res- 
taurant trade. This can be made at 7 :30 o'clock. This 
delivery should be made direct from the market to the ho- 
tel or restaurant and not brought to the Central Station. 

EDUCATING THE CUSTOMER 

As soon as the delivery schedule is decided upon, 
have cards printed, showing the hours at which the de- 
liveries leave the stores. Make these cards small enough 
so that they will insert into an ordinary size envelope. 
Get up a short, courteous letter to the customer and mail 
this together with the schedule card a few days before 
beginning operations. This is very important. 

(ii) 



MANAGER 

Select a competent manager and give him unmolested 
control of the general management of the company. He 
must he prompt, decisive, firm, but fair with his men and 
the merchants. The success of the company will depend 
upon the manager's popularity with his crew and the 
merchants, and his close attention to exactness of detail. 

WORKING EQUIPMENT 
Vehicles 

If any of the equipment turned in by the merchants 
for stock is not suitable for the uses of the company, it 
will be real economy to dispose of it and purchase other. 

In selecting your vehicles, get large roomy beds but a 
light gear. Do not select a heavy car for light delivery 
work. The lightest well-built car capable of carrying an 
average load of 1,000 pounds is the best for the purpose. 
Delivery is a constant repetition of starting and stopping. 
It takes more gasoline, tires, and break-band lining to 
start and stop a heavy car than a light one. I have found 
the Ford car most economical in every respect for deliv- 
er}' purposes. A Ford chassis with the wheel base length- 
ed to 120 inches and a delivery bed built accordingly will 
will make a most satisfactory truck for light delivery. Re- 
inforce the rear spring by putting in an extra leaf or two. 
Great care should be exercised, however, not to overload 
a light car. If there is much heavy hauling to be done, 
it should be done with a car of sufficient capacity to carry 
the load. The light cars should be used for light delivery 
only. 

BOXES 
Folding Delivery Boxes 

The delivery boxes best adapted for use in co-operative 
delivery are the folding delivery boxes which can be folded 
up flat when empty. (See Plates 3 and 4) 

This effects a great saving of space in the stores 
and loading station and greater capacity of deliver)- wa- 
gons because the boxes ride securely when stacked. 
Drivers return with the wagons practically empty, per- 
mitting them to pick up goods without the necessity of 
unloading the empty boxes. 

These boxes are manufactured by the Puffer Hub- 
bard Mfg. Co. of Minneapolis, Minn., and are carried in 
stock for coast distribution by the Pacific Manifolding 
Book Co., of Emeryville, California. They have an equip- 

(12) 








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31* 




Plate 3 



Plate 4 



merit for branding the boxes with the name of the com- 
pany, also for numbering the boxes so that they can be 
located on the wagon when delivering, by means of the 
number, which is placed on the sales slip or route list. 
In addition to the advantages in the saving of time and 
space, the unique construction of these boxes makes them 
especially durable and being made of slats they can be kept 
in repair by unskilled help at a very slight cost. 

STATIONARY BOXES 
If for any reason the folding box is not obtainable, a 
very handy delivery box can be constructed at any plan- 
ing mill or box factory. The toughest material obtain- 
able should be used in the construction of these boxes, 
preferably cotton-wood, spruce, or sugar pine. Binding 
the ends with wire countersunk into the sides and bottom 
will prolong their usefulness many fold. Have small hand 
holes put through each end. 

Make boxes according to the following dimensions: 
Inside Measurements Thickness of 

Dee]) Wide Long Sides Bottoms Ends 

y 2 in. Yi in. 
y 2 in. T / 2 in. 
Vi in. 



No. Ill>4inxl3 in.x20 in. 

No. 2 II in.xll in.xl7^2 in. 
No. 3 10 in.x 9 in.xlS in. 
No. 4 9 in.x 7^ in.xl3 in. 
No. 5 7 J / 2 in.x 6y 2 in.xll^ in. 

You will note that these boxes will nest when empty 

(13) 



H in. 



y 2 in. 

H m . 
Vr in. 



}i in. 

n ^. 

H in. 
H in. 
H in. 



thus saving space in store and loading station. The boxes 
are made in five different sizes so as to accommodate a 
delivery of any size. 

It is not necessary to have the same number of each 
size box made. In some cities the smaller box will be in 
greatest demand ; in others the larger box will be used 
most. 

Purchase twice as many boxes as the greatest number 
of orders sent out by all the merchants in the company. 
Number all boxes consecutively. In numbering, if you 
will use a certain series for a certain size of box, it will 
assist the driver to locate the box in his load. For ex- 
ample : Number your small boxes from 1 to 100. next size 
from 100 to 200, etc. Thus the series will indicate the 
size of the box. 

Pick-Up Boxes 

Take as many of the regular delivery boxes as may 
be necessary so that each store in the system may have 
several, and paint them some bright color — green, orange. 
or red. Distribute these among the stores. These are 
to be used by the stores when a pick-up is to be made 
out on the route. If the store wants the driver to stop a: 
a certain address and pick up produce or return some ar- 
ticle, the order is written on the "Pick-up" blank and 
dropped into this bright colored Pick-up box. This box 
goes out in the regular way to the Central Station where 
it is placed into the proper district where the pick-up is 
to be made. The box is loaded the same as an outgoing 
order. Its bright color is a constant reminder to the 
driver that a pick-up is to be made and the order tells him 
where and what to pick up. 



(l-i) 



Blank Forms 

Manifests (Form No. 1.) 

The manifest gives a complete record of all deliveries 
made. "When properly filled out, it will give the name of 
the store sending out the goods, the date, the time the 
goods were sent, the numbers of the delivery boxes sent 
out. and miscellaneous goods, like brooms, cans, sack and 
case goods, etc., all such goods as cannot be put into the 
delivery boxes. The driver checks and signs the manifest. 
It thus becomes a receipt to the merchant for goods taken 
by the delivery company. 

The manifest is made in duplicate, the delivery com- 
pany taking the original and the merchant retaining the 
duplicate. The manifest should always be filled out by 
the clerk or merchant so as to avoid error. It should be 
ready for the driver so as not to delay him. 

C. O. D. Checks (Form No. 2) 

The C. O. D. Checks used by the merchant in tag- 
ging orders to be collected are made in duplicate, the sec- 
ond sheet being of tough material to tie to the package. 
These C. O. D. Checks should be printed in two colors, 
red and black ; the red checks to be used on orders which 
must be paid for or returned ; the black checks to be used 
on orders going to persons who are to be given an op- 
portunity to pay. but which may be left and no further ef- 
fort made by the driver to collect if payment is not made. 

The original C. O. D. Check should be retained by the 
merchant until the collection is turned in to him. When 
the cash is turned in to him the check is destroyed or filed. 

The duplicate C. O. D. Check which is attached to the 
goods is. returned by the driver, with money if paid, with 
the proper notation if not paid, but always to be returned 
to the manager of the delivery company. 

Credit Memos (Form No. 3) 

"When a customer pays the driver for an account on 
which no C. O. D. Check has been placed by the store, 
a Credit Memo is issued from the Credit Memo Book. 
These memos should be printed in triplicate so that the 
driver can give the customer the original, turn in the du- 
plicate with the money to the manager and retain the 
triplicate in his book for reference and protection. 

(15) 



All collections must be turned in to the manager of 
the delivery company. 

Miscellaneous Goods Ticket (Form No. 4) 

This form is made in duplicate and is to be used by 
the stores in listing all heavy or miscellaneous articles 
like brooms, oil-cans, sack goods, etc., in fact all articles 
that cannot be put into the delivery boxes. The original 
ticket is pinned or stapled to the sales tag on which the 
order is written while the duplicate is used by the mer- 
chants for checking their deliveries and warehouse stock. 

The object of the Miscellaneous Goods Ticket is to 
call the driver's attention to such articles as are not in the 
delivery box with the rest of the order. Without this 
ticket, the driver is very apt to deliver the goods in the 
box and forget the miscellaneous articles until later, which 
will necessitate his driving back again to make the de- 
livery. 

Item Short Tag (Form No. 5) 

This tae is made in triplicate and is to be used by the 
store to notify the customer of any items called for on the 
order which cannot be sent because the store does not have 
them in stock at the time of delivery. One copy is to be 
pinned or staoled to the order and saves all argument be- 
tween the driver and customer about shortage on the or- 
der. The other two copies are retained by the store, one 
being sent out with the goods which were short in the 
place of a new sales slip, while the third copy acts as a 
credit memo in case the short items cannot be delivered 
at all. 

Substitution Tag (Form No. 6) 

This tag is used by the store to list such articles as 
are substituted for others called for in the order. To il- 
lustrate : A customer orders Heinz Baked Beans. The 
Store, being out of that brand, substitutes another brand. 
The substitution should be noted on the substitution tag 
and pinned or stapled to the order. This explains to the 
customer the reason for the substitution, and if not satis- 
factory the article may be returned without argument 
with the driver. 

Notice of Call (Form No. 7) 
This notice is used by the drivers of the delivery com- 

(16) 



pany and are left under the door when a call is made with 
a C. O. D. order and the customer is not home to receive 
and pay for the order. 

Driver's Cash Reports (Form No. 8) 

These forms are used by the drivers in making out re- 
ports of collections and are turned in to the manager with 
the money collected. They should be kept on file for fu- 
ture reference and protection to the driver. All C. O. D.'s 
should be listed by number whether paid or unpaid and a 
complete record kept of all C. O. D.'s sent out, the driver 
being held responsible for all C. O. D.'s sent out on his 
route. 

Driver's Route Sheet (Form No. 9) 

It is desirable that the driver should make a list of the 
deliveries he is to make. This list is made out while load- 
ing preferably in duplicate, so that the driver may take 
one on his route, the carbon copy being kept in the office 
by the manager. This route sheet makes each driver re- 
sponsible for goods taken out by him and also gives the 
manager a record of the number of orders taken out by 
each driver. By listing the number of orders taken out by 
each driver each day, it is easy to see what driver is handl- 
ing the most orders and will assist the manager in equaliz- 
ing the work among his men. 

Pick-Up, or Package Call Checks (Form No. 10) 

This form is used as a notification to the driver to call 
for or pick up any items which it may be necessary to 
return to the store for credit. Drivers should not be per- 
mitted to accept goods for return without a notification 
of this kind. This will prevent abuse of the return goods 
prh'ilege and at the same time proA'ide a system to in- 
sure the proper entries after goods arrive at the store. 

It is made in triplicate. One copy remains in the 
store as a check upon the calls. One copy is left with the 
customer as a receipt for the goods. The third copy, 
which should be printed on tough material, is attached to 
the package by the driver. 

The blank forms mentioned are manufactured by the 
Pacific Manifolding Book Co., Emeryville, California. 
This firm carries forms No. 4, 5, 6, & 10 in stock, and will 
make up within a reasonable time any order submitted. 

For the convenience of Co-operative Systems, and in 
order to overcome any delay in obtaining supplies, all 

(17) 



blank forms will be carried in stock by the author, thus 
shipment can be made promptly. Address, E. W. Beim- 
fohr, Shipping Dept., 141 So. 4th Street, San Jose, Cali- 
fornia. 

Judgment should be used in ordering these blank 
forms. A comparatively small amount will be necessary 
of Forms Nos. 3, 4, 5, 6, 7, and 10, while Forms Nos. 1, 
2, 8. and 9 are used daily and a liberal supply may be or- 
dered. 

If all stores in the system can agree to not have the 
drivers accept any collections of money or goods from 
customers, except on C. O. D. orders or Pick-up Slips, 
much trouble with collections will be eliminated. No mat- 
ter how careful or honest a driver is he may at busy times 
forg-et to list a collection. The result may be a provoked 
customer when a bill reaches her for the account already 
paid or credit not given for items returned. On the C. O. D. 
collections it is impossible for the driver to forget, be- 
cause the C. O. D. Check must be returned with the money. 

There is a distinct advantage to the store in hav- 
ing the customer pay her account at the store instead of 
paying it to the driver. It brings the customer into the 
store, which gives the merchant an opportunity to get 
acquainted, to adjust any differences which may have 
arisen, and to sell more goods. 



A 






# W IT— 


— w 

1 A 


<■- 10' 


■ r 


n 








1 n 


e 






t * 


r 


D 




























e 




I 
1 






/ 








1 


£ 




75 








i 

1 








Floor Plan Central Station 




i 
i 
i 








Scale 


96 to 1 




i 








A Top shelf 


B Middle shelf 




1 








C Bottom shelf 


D Platform 




i 








E Space for back 


ng and turning 




I 




£ 




E Also for storage purposes 




i 
1 










4. 




i 
I 
i 



Plate 1 
(18) 




Floor Plan Central Station 

Scale 96 to 1 
A Tcp shelf B Middle shelf 

C Bottom shelf D Platfo: 
E Space for backing and turning 
E Also for storage purposes 



Plate 2 

CENTRAL STATION 

While companies in very small towns may be operated 
without a Central Station, yet it usually is economy and 
efficiency to have one. The purpose of the Central Sta- 
tion is to have a place where goods may be collected for 
proper distribution. It serves a purpose similar to that 
of the Post Office in the distribution of the mails. 

The ^ize of building required will depend upon the 
number of vehicles used by the company. It should be 
sufficiently large to allow plenty of room for the A'ehicles, 
loading platform and sorting shelves. (See diagram of 
platform and shelves). 

AYhere eight or more delivery vehicles are used, it 
adds to the efficiency of the company to have the sorting 
shelves arranged as in Plate No. 11. This arrangement 
reduces the distance the boys must travel in sorting the 
orders. In a smaller company the arrangement shown in 
Plate No. 1 is sufficient, and less expensive of construc- 
tion • also requiring less floor space to accommodate the 
vehicles. Be sure to get a building large enough so that 
no time is lost by the drivers in getting into place at the 
sorting shelves. 

There should be no partitions to divide the shelves 
into sections, as that would tend to obstruct the rapid 



(15) 



handling of the goods. With a paint brush draw a heavy 
line across the shelves, thus marking off the section in- 
tended for each wagon. Number these sections to cor- 
respond with the delivery districts, into which you have 
divided the city, as shown by a map hung in a conven- 
ient place. 

» * 

DELIVERY DISTRICTS. 

Get a map of your city sufficiently large to show the 
streets plainly. Tack this to a backing made of soft half- 
inch Avood. Study carefully the distribution of the popu- 
lation, and arrange your districts so that every section of 
the city will receive about the same service, and each driver 
have the same amount of work to perform. 

If you are to use some autos and some horse-drawn 
vehicles, assign the autos to the scattered, out-lying dis- 
tricts. 

When you have decided where to place the boundaries 
of the delivery districts, place a tack at each corner of the 
district and run a string along the streets intended for 
boundaries. By using a string, you can change it at will 
without marring your map. When using a street as a 
boundary line, let that district include both sides of the 
street. This avoids the necessity of two wagons on the 
same street. 

CHARGING THE MERCHANT FOR DELIVERY 

SERVICE 

For the first month's operation of the company, charge 
the merchant an amount equal to his present delivery costs, 
or enough to meet operating expenses and depreciation. 
Very few merchants have a definite idea what that amount 
is. In arriving at this amount, all items which contribute 
to the expenses of delivery should be carefully figured. 
These are : Interest on original investment, depreciation, 
breakage and loss of goods, salaries, repairs, painting of 
equipment, insurance, licenses, all operating expenses, gaso- 
line, tires, greases, oils, horse feed, shoeing, garage and 
stable rent, messenger service, etc. 

After the company has been in operation a month, it 
will be in possession of the exact number of deliveries sent 
out by each firm, and an equitable basis of charges can be 
worked out. Some merchants will consider a charge 
based on the cost of delivery of each individual order (an 
order meaning a delivery of goods to any one address) as 
the most equitable method. There is this disadvantage 

(20) 



to this plan: The merchant having continually in mind 
that every order, even though it is a yeast cake or a loaf of 
bread, is costing him 6 cents, 8 cents, 10 cents, or whatever 
the rate happens to be, will be apt to lay aside the smaller 
orders for his boy to carry out after school, or may even 
send his clerk out on a bicycle to deliver them, thus leav- 
ing only the heavier and long distance orders for the de- 
livery company. This is unfair and makes it impossible 
for the delivery company to depend upon the source of 
its income. The result will be that in a few months it 
will be necessary to raise the rate, which will work a 
hardship on the merchant who has been lair. 

The best method is to fix a flat rate per month, based 
on the number of deliveries sent out by each store. (One 
hundred pounds or any fractional part thereof delivered 
to one address to constitute a delivery). Stores sending 
out the larger volume of business should have a rate, 
which if based on the individual delivery, would be less 
than the store sending' out a lesser number of orders. It 
costs the delivery company less per order, to pick up one 
hundred orders at one store than to pick up the same 
number of orders at ten different stores. 

It would be impossible to fix the rate to be charged 
in any citv without knowing - local conditions, but the fol- 



't> 



lowing" will serve to illustrate what the writer means bv a 



l & 



flat rate based on the volume sent out. YYe will say that 
grocer A sends out between 1500 and 1600 orders monthly 
and you had found that 10 cents was the proper rate to 
charge him per order, strike an average and charge him 
for 1550 deliveries (1550 at 10 cents) or $155.00 per month. 

B sends out between 2500 and 2600 orders monthly. 
Charge him for 2550 orders at 9 J / 2 cents, or $242.25 per 
month. C sends out between 3000 and 3100 orders per 
month ; charge him for 3050 orders at 9 cents per order, 
or $274.50 per month. D sends out between 4700 and 
4800 ; charge him for 4750 orders at 8 cents, or a flat rate 
per month of $380.00. (The amounts used above have 
been chosen arbitrarily and are not to be taken as a 
standard. It may not cost 10 cents, 9 cents, etc., in some 
cities, and in others it will cost more. You must deter- 
mine that after operating a month.) 

You will see that by this plan it will do the merchant 
no good to deliver some of the goods himself as he is apt 
to be charged for them just the same, because an average 
is struck instead of charging him for each individual de- 
livery ; yet volume is the basis of the charge. 

(21) 



COLLECTION OF GOODS 

Drivers should report at the stores to make the pick- 
up several minutes before the schedule so as to haA r e every- 
thing loaded ready to leave precisely on time. Bring the 
goods to be delwered to the Central Station as promptly 
as possible. If a load is ready before the time schedule, 
take it to the Central Station and route it, then return for 
the remainder of the orders. 

When goods are returned from the customer, she is 
given a credit, the duplicate is placed on the goods and 
the goods returned by the next pick-up wagon. 

All containers sent out to be returned to the store, 
must be plainly marked with the store's name. 

Should the merchant want a driver to pick up pro- 
duce while out on his route, or return some article, he will 
write the order on a Pick-up, or Package Call Check and 
drop it into a "Pick-up Box" provided for that purpose. 
This written order is sent to the Central Station just the 
same as an out-going order. There it is turned over to 
the driver, who is to make the pick-up. 

OPERATION OF COMPANY. 

The operation of the company is, no doubt, already 
clear to the reader. It consists of the simple operation 
of the deliverymen calling at the co-operating stores, ac- 
cording to the schedule agreed upon, picking up all or- 
ders ready, checking and signing the manifest, and bring- 
ing the goods and the original of the manifest to the Cen- 
tral Station where the manifest is hung on a hook for the 
manager, and the goods are routed according to the de- 
livery districts into which the orders are going. When all 
orders are routed, they are reloaded by the deliverymen so 
as to unload most conveniently on the route. Upon 
completing delivery, the men stop at the store nearest 
their delivery route and again pick up all orders ready for 
the next delivery. 

If for any reason a driver is late in returning from 
his route, his pick-up should be made by one of the other 
men, so that the tardiness of one does not delay all oth- 
ers. In operating a large company, it is an excellent plan 
to give the foreman a very small route so that after 
completing his deliveries, he can at once begin making the 
pick-ups and thus avoid the possibility of having to wait 
for some driver who may be late. The object should be 
to always operate the wagons promptly on schedule time. 

If the company is being operated without a Central 

(22) 



Station, the goods are routed by the clerks at the time 
the orders are put up. A place is arranged at the rear 
of the store where the goods are placed according to the 
routes into which they are to go. Each driver calls at 
each store, picks up the goods going into his district and 
delivers directly to the customer. 

PRIVATE OWNERSHIP OF THE DELIVERY 

SYSTEM. 

In some cities where the feeling among the merchants 
is not conducive to the fostering of a co-operative spirit, 
it may be advisable to have some prh'ate individual or 
firm not connected in any way with the merchants, own 
and operate the delivery system. This has been done A'ery 
successfully in many cities. Garage and transfer men 
have found it profitable to operate a delivery system in 
connection with their business. 

The operation of the company, under private owner- 
ship, is just the same as outlined above for the co-operative 
plan. It, however, eliminates the necessity of the mer- 
chants incorporating and employing a manager. 

The equipment may be bought outright by the per- 
son owning the delivery system, or may be disposed of 
elsewhere by the merchant. 



(23) 



Instructions 



To Clerks and Merchants 

Stamp your firm name on all C. O. D's. Put a red 

C. O. D. on orders which you want collected or returned. 
Put a black C. O. D. on orders going to customers whose 
credit is good but who are to be given an opportunity to 
pay the driver. Fill out C. O. D. carefully and fasten to 
order. Keep the original until collection is reported. 

Place no C. O. D. on a regular charge account. Send 
out your regular sales tag same as heretofore. Always put 
number of box on the sales tag. Then if lost off it can 
be traced easily to the box containing the order. 

Put Street Address on Each Order. If residence has 
no address, give explanation such as will assist the driver 
in locating it. 

Put Only One Order in a Box. Use size of box best 
suited to size of order. Do not heap the boxes. If neces- 
sary use two boxes. If heaped, goods may be crushed. 

Containers belonging to the Stores and to be returned 
after delivery is made, must be marked with the store's 
name. 

Deliveries That Cannot Be Put Into a Box must be 
tagged with the customer's name and address. Also 
listed on a Miscellaneous Goods tag and this tag stapled 
or pinned to the sales tag. 

The Manifest Is Your Recepit and Should Be Filled 
Out Caretully. Do not expect the Driver to Do It. He 
may not have time. If a customer calls up and asks 
whether her goods are on the way, glance over the mani- 
fest. If through your negligence you have not filled her 
order, do not blame the delivery company. It will create 
the wrong feeling against the company will do you no 
good. 

Do Not Leave Work for Drivers to Do. They may not 
return in time. They will assist you if they have spare 
time, but do not depend on it. 

After Putting Up Orders, Put Them in the Most Con- 
venient Place for Loading. If the driver is late, help him 
load and get away. 

(24) 



Do Not Hold the Drivers After the Time Scheduled to 
Leave. It will get both you and him into trouble with the 
manager. 

Watch Your Orders. Send out only those that should 
go. It will help to get those that should go to the cus- 
tomer in shorter time. If goods leave your store they 
will be delivered on that delivery, unless out of bounds 
of that delivery. By a little help from you, the com- 
pany can best serve all. 

Do not hesitate to notify the manager of any com- 
plaint. 



Instructions to Drivers 



Avoid Mistakes. One mistake can mar a month's good 
service. Work quickly but carefully. 

Be Courteous to Every One and Show Favoritism to 
no One. Remember you are working for the Delivery 
Company and not for any one store in particular. Al- 
ways be courteous to both customer and merchant no 
matter how you may feel ; then if you have a grievance, 
take it up with the manager. 

"A Silent Tongue Shows a Wise Head". Use your 

head all the time and your tongue as little as possible. 
See, hear, and TELL nothing" about any firm's business. 
This rule must be enforced. 

If an Order is Tagged With a Red C. O. D. it Means 
that the Order is to be Collected for or the Goods Returned. 

When tagged with a BLACK C. O. D., ask the customer 
whether she wants to pay. If she offers any excuse, leaA r e 
the goods, mark the excuse given on the C. O. D. tag and 
turn it in to the manager. AVhen a customer pays an 
account on which there is no C. O. D., or if she returns 
goods, jug, crate, bottle, or any thing for which she has 
been charged, give her a credit memo from your book. 
This credit will be made out in triplicate. Give the cus- 
tomer the one printed "Customer's Copy", turn in the 
"Office Copy" with the money or the goods, and keep the 
triplicate in your book for reference. Always make a rec- 
ord of your collections before receipting the customer's 
bill. This will prevent you from forgetting where you got 

(25) 



the money. When an order is tagged with a C. O. D. tag, 
you do not have to make a record of your collection. 
Simplv put the money and the C. O. D. tag in your pocket. 
Turn in all collections to manager— not to the merchant. 
■Always receipt the customer's bill. 

If you break down on your route and it will require 
some time to get in or if you need help, get in touch with 
the manager as quickly as possible. If you will be late 
in returning from your route, call the manager by. phone, 
if convenient, so that he can arrange to have some one 
make your pick-up. 

Watch your equipment closely. Careful driving, prop- 
er care, and a liberal use of oil, will save money and 
trouble. 

Kindly avoid all unnecessary talking and "joshing" 
while at work. There will be time for that when we arc 
through. Smoking is often very objectionable to both 
customer and merchant, so please refrain from smoking 
while delivering or making your pick-up. 

A helpful spirit among the crew will make things go 
smoothly. Don't be afraid to help the other fellow when 
his route is heavy. He is expected to help you under simi- 
lar conditions. By working together all will get through 
in time and the customers and merchants will get the best 
service. 

Exercise great care with your collections and cash 
Make out your cash report carefully and if over on your 
cash, report it to the manager and note it on the report, 
then claims from customers can be traced to your sur- 
plus as shown by your report. 



Instructions to Manager 



1. -When starting a Delivery System, select your 
crew from the men already in the service. Never employ a 
stranger who does not know the town. 

2. After selecting your crew, get a map of the city 
and discuss with them the best division for delivery dis- 
tricts. They are over the ground daily and can give you 
valuable suggestions. 

(26) 



3. When the delivery routes have been fixed, and 
numbered, drill your crew by calling addresses from a 
directory and asking for the numbers of the district in 
which the address is located. If in a large city, write ad- 
dresses on slips of paper and drop these into boxes. Then 
have the deliverymen route the boxes as they would if 
filled with an order going to that address. 

4. Insist on promptness. A deliveryman should be 
on hand in time in the morning in order that he may give 
his car proper attention. He should leave the store 
promptly on schedule time. Unless you are firm on this 
point, you will soon be in trouble. 

5. See that drivers give proper attention to their car. 
Care will save garage bills. 

6. List the manifests e\ r ery evening and see that none 
are missing. For this purpose get a book ruled with 
enough columns to the page so that every store in the de- 
livery system can have a column. Head the columns with 
the names of the firms you are delivering for and list the 
deliveries each day under these headings. This will give 
you a complete record of the number of deliveries sent out 
from each store. 

7. Keep a separate expense record of each car. It 
will show you the weak spots in both drivers and equip- 
ment. 

8. Keep a mileage record of each tire. It will enable 
you to buy to the best advantage. Have a speedometer 
on each car and record mileage at least monthly. Keep 
a record of gallons of gasoline used. If you are not get- 
ting the mileage out of a gallon that you should, examine 
the car and watch your driver. 

9. Correct all errors and complaints promptly. 

10. Watch and attend to every detail closely. The 
success of your delivery system will depend on it. 

11. Report collections made by drivers early each 
morning to the merchants. The bookkeeper, or cashier of 
the various stores usually likes to get collections of the 
previous day checked up early in the day. Make this re- 
port in duplicate and retain copy for reference. Re- 
port all C. O. D.'s by number whether paid or not. 

12. Insist on accuracy, courtesy, promptness and fair- 
ness. 



(27) 



Tires 



Keep your tires properly inflated. 

Stop when you get a puncture. The best way of 
ruining a tire is to run it flat. 

Start and stop your car gently. Every time you let 
the clutch go with a bang and the car jumps forward like 
a scared rabbit, you tear fifty cents' worth of rubber off 
of the rear tires. Every time you drive up to your stop at 
twenty miles an hour and jam on your brakes and lock 
the wheels, you scrape off another fifty cents' worth of 
rubber. These things not only damage the rubber, but 
injure the inner fabric. 

Keep your brakes properly adjusted. Brakes on the 
rear wheels should be adjusted so that the tension is the 
same for each wheel. 

Keep your wheels in proper alignment. 

Lubricate your springs frequently. 

Drive slowly around corners. 

Find out full extent of tire injuries. When you hit a 
stone, car track, grade crossing or some other protrub- 
rance with unusual force, the chances are one or more of 
your tires will be severly bruised. At the earliest op- 
portunity take off and examine the fabric on the inside. 
Quite often tire bruises are scarcely visible on the out- 
side, while inside the fabric may be badly torn. 

Use care when backing or approaching curbs. 

Pick your roads whenever you can. Slow down over 
the rough spots. Keep your eyes open and avoid hitting 
stones, etc. 

Carry spare tubes in a clean box with a little French 
chalk. 

A tire should carry twenty pounds of pressure to the 
inch. Eighty pounds pressure for a four inch tire, sixty 
pounds for a three inch tire. Keep the pressure up. 



(28) 



Employment Contract 

: . , 191 

I hereby make application for employment with the 

Delivery Company with a full 

and complete understanding that if employed I am to ob- 
serve and abide by the following conditions : 

That the company shall retain $25.00 of my salary as 
a bond for the proper performance of my duties while 
employed by the company. 

That pay days are to be on the 

days of each month. 

That in the event I desire to quit the employ of the 
company, I agree to give it two weeks' notice of such in- 
tention. 

That I am to be held responsible for all cash collected 
and goods entrusted to me, and will pay in full for all 
goods lost, damaged, and broken, due to carelessness on 
my part. 

That I am to keep on hand the full amount of change 
given me by the company, and keep it in small coin con- 
venient for use in making change. 

That I will give my outfit all necessary attention in 
so far as time will permit, and in every way work for the 
best interests of the company. 

In case of discharge for any reason, the bond shall be 
held by the company until accounts and collections can be 
checked up. 

, Street 

Signature 
Phone Age 

Reference 



We hereby employ at a 

salary of per month, subject to the above 

named conditions. 

Date The Delivery Co. 

By 



(29) 



I here!)}- accept employment with the 

Delivery Co., at the above named salary, subject to all the 
conditions above written. 

Date 

Signature 



(.«)) 



A GREASE AND OIL SCHEDULE TO KEEP YOUR 

CAR YOUNG 

Spare the oil, and you will spoil your car. Always 
use good oil and plenty of it. Do the following : 

EVERY DAY 

Part Quantity Lubricant 

Grease cups on springs two turns cup grease 

or if oil cups fill cyl. oil 

Spring shackles few drops 

Steering knuckles and tie rods two turns cup grease 

column two turns cup grease 

Crank case, to oil level add as needed cyl. oil 

EVERY WEEK 

Distributor shaft oil hole few drops cyl. oil 

Distributor shaft grease cups ...one turn cup grease 

Rear wheel hub oil holes few drops cyl. oil 

Brake and clutch pedal hubs few drops cyl. oil 

Brake rocker shaft bearing few drops cyl. oil 

Front engine support two turns cup grease 

Upper steering column ...few drops cyl. oil 

Gear shift lever ball socket few drops cyl. oil 

Clutch release yoke bearing few drops cyl. oil 

Starting gear screw shaft few drops cyl. oil 

Speedometer swivel two turns cup grease 

EVERY MONTH 

Universals pack cases cup grease 

Drain crank case oil and flush 

with kerosene refill cyl. oil 

Front wheel bearings pack hubs cup grease 

Rear wheel bearings pack hubs cup grease 

Spring lea\ r es graphite 

Speedometer shaft few drops cyl. oil 

Starter and generator oil holes few drops machine oil 

Steering reach rod pack ends cup grease 

EVERY THREE MONTHS 
Drain transmission and flush 

with kerosene refill heavy oil 

Drain rear axle housing and 

flush with kerosene and cyl. oil heavy oil 

These instructions need slight variations in detail to 
fit various makes of cars. But in principle they may be ap- 
plied to all. 

(31) 



